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A Quick Guide to Blooms Taxonomy

A Quick Guide to Blooms Taxonomy | Organisation Development | Scoop.it
I don' think you would want to miss the graphic below, that 's what I thought to myself when I first came across it in elearning industry.I must acknowledge that this one here is one of the best...

Via Jon Samuelson, Christine Heine
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Useful and all in one place...

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Organisation Development
Developing healthy organisations
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Beware bosses bearing 'workplace happiness' jargon

Beware bosses bearing 'workplace happiness' jargon | Organisation Development | Scoop.it
Applied specifically to the modern office, the concept of "workplace happiness" is on the march, a buzzword said to hold the key to a healthy, loyal, productive and profit-spinning workforce. But it's wise to beware gurus bearing buzzwords. As the "workplace happiness" industry spawns everything from happiness training workshops to offices crammed with feel-good accessories from beanbags to dogs, there's cause for caution.
David Hain's insight:

How employers deal with psychological wellbeing is shaping as the workplace battleground of the 21st century.

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Time to Increase the ROT

Time to Increase the ROT | Organisation Development | Scoop.it
Viewing training as an investment seems to be the exception rather than the rule. Given this and the fact that UK businesses alone are estimated to spend over £50 billion a year on training, it is no wonder that management is so ready to ditch it. It could not be otherwise. That is why the time has come to measure and increase the ROT.

Via Ron McIntyre
David Hain's insight:

An OD take on why the ROT doesn't need to be stooped - just the opposite!

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Ron McIntyre's curator insight, May 22, 4:36 PM

While I understand the idea of Return on Training, not sure I agree with the acronym of ROT, although it may have more resemblance to some training than people are willing to talk about. The idea of training is excellent but there needs to be an execution factor after the training. Too often training takes place but then never put to use, thereby wasting dollars.  Appreciate your bringing this out Bay. Have a great weekend.

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Give something back

Give something back | Organisation Development | Scoop.it

It’s fashionable to be mentored and to be coached at the moment, and with good reason. Everything in business is achieved through people and the more you can do to improve performance, the faster you can remove inefficiency and make progress.

As a manager in the public sector, I was immediately given ten days of training. In the practical management of resources and people, training provides a solid grounding in the tools and best practice techniques of management. It explains why people skills are necessary, how to use them and avoid very many pitfalls. Those lessons have also taught me what is important when working with people and have stayed with me over the years.

The secret to being a good line manager is the ability to coach and to mentor. Often those words are used interchangeably and in my opinion, every member of the team needs both. Furthermore, it is very unusual to find one person who can be both.

David Hain's insight:

Everyone needs a mentor - but mentors also gain a lot!

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donhornsby's curator insight, May 22, 7:12 AM

(From the article): Being a coach or a mentor is an incredibly important performance lever helping you to unlock staff potential at all levels. The two roles require very different skills and offer different types of support to the individual and while the results may not immediately benefit you personally giving something back in this way can be very rewarding.

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Clare Moncrieff, executive advisor, CEB, on Harnessing Talent for 21c

Reinventing HR: Harnessing the potential of key talent segments
David Hain's insight:

These stats challenge the myths surrounding ‘weaker’ talent groups: millennials and women.

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What Kind Of Leadership Is Needed In Flat Hierarchies?

What Kind Of Leadership Is Needed In Flat Hierarchies? | Organisation Development | Scoop.it

Our shift from bureaucratic to distributed leadership took nearly a century. According to Deborah Ancona, a professor of management and organizational studies at MIT, companies in America circa 1920s were "super bureaucracies." Then, in the 1960s, people focused on interpersonal relationships and lots of discussions centered around trust and empathy. In the 1990s, it was all about organizations needing to undergo large-scale changes and vision. Finally, today’s workplace centers on what’s called variously eco-leadership, collaborative leadership, or distributed leadership.

"It’s all about your network," says Ancona, author of X-Teams: How to Build Teams That Lead, Innovate, and Succeed, as in who do you know outside and inside of your team. "If you understand the internal network in your company, you have a higher chance of moving ahead

David Hain's insight:

In flat hierarchies, everyone has to step up to leadership.

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Ian Berry's curator insight, May 21, 9:15 PM

The fast growing movement in flat structures is probably http://www.holacracy.org/ The key is not the system though it's a change in ways of being by leaders. Being comes before doing.

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PwC Releases Guide to Getting More Strategist Leaders into the Organisation

PwC Releases Guide to Getting More Strategist Leaders into the Organisation | Organisation Development | Scoop.it
Companies are struggling to solve their most difficult problems because they don't identify and empower the leaders with the right capabilities and attributes to solve them, says PwC in a report published by its Consulting businesses today, 18 May.

‘The hidden talent: Ten ways to identify and retain transformational leaders,shows how – even while organisations are grappling with rapid technological change, stalled growth, global restructuring and the need for forward-thinking less than one in 10 have the capabilities, attributes and mind sets to lead transformational change and solve wicked problems.

Jessica Leitch, of PwC People & Organisation, part of the PwC consulting business said:

“Tame problems are easily understood, and theres usually broad agreement on how to solve them using tried and tested procedures. Critical problems resemble crisis situations where control need to be asserted.

“Wicked problems, however, directly challenge business-as-usual thinking and even the business model itself.
David Hain's insight:

Strategist leaders can fill the Aspiration Gap CEOs refer to when it comes to transformation. But the way many companies attract, retain and empower them requires an overhaul. ~ PwC

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Are You Making Your Employees Stupid?

Are You Making Your Employees Stupid? | Organisation Development | Scoop.it
According to Merrill Lynch, “50% of employee skills become outdated in 3 to 5 years.” WOW, when I read this statistic, it really surprised me. Many leaders think that the experience of just doing the required work, day in and day out, is enough to keep their employees knowledgeable to optimally perform their duties. Unfortunately that is not true at all.

On the job training, meaning training that is acquired by just doing your job, interacting with clients, and talking with colleagues is hardly enough to create productive and engaged employees that are on the cutting edge of their disciplines. Many leaders and managers struggle with training programs because they are often tasked with reducing costs. So training programs are often the first to go.
David Hain's insight:

Todd Nielsen on the business case for effective training.

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What It Means to Work Here

What It Means to Work Here | Organisation Development | Scoop.it
The concept of signature experiences grew out of organizational research we’ve conducted during the past five years. Initially, we looked closely at companies with highly engaged employees (as measured by workplace surveys and other tools) and set out to compile a checklist of the common practices these businesses used to foster enthusiastic, committed, mission-aware employees at all levels. Surprisingly, their approaches to talent management varied greatly. For instance, some firms paid well above the mean while others paid below it. Some boasted highly flexible, self-scheduling work groups; others featured more structured, “all hands on deck” environments. The companies’ underlying philosophies about the employer-employee relationship also varied, from paternalistic to hands-off.

The more we looked, the more we realized that the variation in practices was not just noise in the system; it was, in fact, a critical element of the companies’ ability to achieve high levels of employee engagement. These organizations excel at expressing what makes them unique. They know what they are, and it’s not all things to all people.
David Hain's insight:

'Most executives can tell you who will buy their products or services. Few have the same insight into who will buy into the organization’s culture.' ~ Lynda Gratton

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Miklos Szilagyi's curator insight, May 17, 5:01 AM

"...You won’t find and keep such individuals simply by aping other companies’ best practices or talent-management moves, however. You need to be able to tell new and prospective hires what it’s like to work at your company, to articulate the values and attributes that make working at your firm unique. You need to provide a “signature experience” that tells the right story about your company. In the process, you’ll empower the people who share your values and enthusiasm for work to self-select into your firm, thereby creating the foundation for highly productive employee-employer relationships..."

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Leadership Development

Leadership Development | Organisation Development | Scoop.it
Top Employers Institute launches the first of a series of reports with findings of the annual global Top Employers HR Best Practices Survey. This report identifies 6 Key Trends that are shaping the future of Leadership Development. Three of these trends
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Report: What Separates Great Managers From the Rest

Report: What Separates Great Managers From the Rest | Organisation Development | Scoop.it
What Companies Can Do to Hire and Develop More Great Managers:

Create a holistic, talent-based human capital strategy. Talent is the strongest predictor of performance in any role. Smart businesses place talent at the core of their human capital strategy, weaving it into every aspect of how they align, attract, recruit, assess, hire, onboard and develop managers. These companies clearly understand what success looks like in every manager role and strategically think about how each hire fits into their short- and long-term objectives.
David Hain's insight:

Gallup, explaining why people join organisations and leave managers...

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Graeme Reid's curator insight, May 14, 10:35 PM

A manager who is manager is open and approachable, helps employees set work priorities and goals are engaged and focuses on their strengths or positive characteristics will develop a more  engaged team.

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Work Rules!

We spend more time working than doing anything else in life. Yet for too many people, the experience of work is demotivating and dehumanizing.

I don’t think it has to be this way, and I’m willing to bet you don’t either.

At Google, we’ve learned a ton about what makes for an enjoyable and productive workplace. We’re not alone – lots of other companies, ranging from grocers (e.g., Wegmans) to textile companies (e.g., the Brandix Group) to Brooklyn delis (e.g., Russ & Daughters), as well as academics and scientists, have learned the same simple truth: there are straightforward things we can do to make work better.
David Hain's insight:

Make work better (and more human) the Google way. worth reviewing, regardless of your view about Google!

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RBS: A third of top management roles to be held by women by 2020

RBS: A third of top management roles to be held by women by 2020 | Organisation Development | Scoop.it
Royal Bank of Scotland has set a new target for a third of top management positions to be held by women by 2020.

The aimwill be applied throughout the company, and aims to tackle the imbalance between men and women in senior positions. Currently, 54% of the bank’s workforce is female; however women are consistently more likely to hold clerical roles than men, currently making up two thirds of such positions.

However, these ratios are reversed at more senior levels.
David Hain's insight:

“30% is the tipping point that makes a difference in culture and behaviour.” - RBS Inclusion chief.  Interesting number!

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Business and society in the coming decades

Business and society in the coming decades | Organisation Development | Scoop.it
In the long term, corporate and societal interests converge. Walmart CEO Doug McMillon and SVP of sustainability Kathleen McLaughlin argue companies have an opportunity to use their scale and expertise to reshape global systems and mitigate complex problems.
David Hain's insight:

Compelling reasons why companies should drive social and business benefits. ~ McKinsey.  Amen!

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What motivates us at work? More than money

What motivates us at work? More than money | Organisation Development | Scoop.it
“When we think about how people work, the naïve intuition we have is that people are like rats in a maze,” says behavioral economist Dan Ariely (TED Talk: What makes us feel good about our work?) “We really have this incredibly simplistic view of why people work and what the labor market looks like.”

Instead, when you look carefully at the way people work, he says, you find out there’s a lot more at play — and at stake — than money. Ariely provides evidence that we are also driven by the meaningfulness of our work, by others’ acknowledgement — and by the amount of effort we’ve put in: the harder the task is, the prouder we are.

“When we think about labor, we usually think about motivation and payment as the same thing, but the reality is that we should probably add all kinds of things to it: meaning, creation, challenges, ownership, identity, pride, etc.,” Ariely says.

Below, take a look at some of Ariely’s other studies, as well as a few from other researchers, with interesting implications for what makes us feel good about our work.
David Hain's insight:

"Knowing that our work helps others may increase our unconscious motivation" - one of several findings from motivation research here.

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Vulnerability Assessment Model MindMap

Vulnerability Assessment Model MindMap | Organisation Development | Scoop.it
What is Vulnerability Assessment? A vulnerability assessment is the process of identifying, quantifying, and prioritizing (or ranking) the vulnerabilities in a system. (Source: Wikipedia)

Via Mark E. Deschaine, PhD, Jocelyn Stoller
David Hain's insight:

Useful OD instrument!

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Standing up for management

Standing up for management | Organisation Development | Scoop.it
A few months ago, the all party Commission on the Future of Management (CFM) and Leadership5 published the results of their survey on the state of management in the UK. It does not make happy reading. One of the key conclusions is that the UK needs a million new managers by 2020, that’s almost 200,000 new managers a year. Sadly, it also reported that 71 per cent of managers admit that their business could do better when it comes to training new managers. Even worse, 43 per cent of line managers rate their own managers as ineffective. The Office for National Statistics’ figures6 released in 2014 show that output per hour worked in the UK is lower than the average for the other six members of the G7 – the US, Germany, France, Italy, Japan and Canada. With the best will in the world, we have to admit that we are getting things wrong. The CFM report concludes, gloomily but accurately that: “Since management and productivity are intrinsically linked, it is likely that management practice is one of the major factors holding the UK back from achieving its full economic potential.”
David Hain's insight:

Where do you stand on the leader/manager debate?  I think it's irrelevant and the wrong question!

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What HR Needs Take On Business Leadership and Strategy

What HR Needs Take On Business Leadership and Strategy | Organisation Development | Scoop.it
To transition from transactional management to business leadership and strategy, HR needs a plan
HR can have the best competency model in the world, but if leadership isn’t “bought in” to the strategic role of HR and the organization's infrastructure doesn’t support a more strategic and accountable environment, then HR will have a difficult journey to business leadership.
So the first step to a successful transition is a much-needed pause for planning. Planning is key to execution. By taking a proactive, well thought-out approach, HR increases its chances for successful execution. Plan for resistance, plan to change the plan, plan the communication and plan for a very interesting journey.

Here are five "what's" HR needs to do to become the strategic business leaders they and their organizations deserve.
David Hain's insight:

A short playbook for would be HR influencers.

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5 Reasons Why HR Is Not A Function Anymore

5 Reasons Why HR Is Not A Function Anymore | Organisation Development | Scoop.it
According to research by my colleague Fawn Fitter, HR has managed to edge its way into the C-suite in some companies, with mixed results. In some cases, the invitation is disingenuous and the CHRO gets to sit there and listen while everyone else makes the real decisions. In other cases, the top HR executives simply don’t have the necessary business chops to add much to the discussion.

This has got to change. In a recent interview with Fawn, Karie Wilyerd, Vice President of Enablement of Learning, SAP Education, and User Adoption for SAP, cited five strategic areas where HR must manage coming changes:
David Hain's insight:

5 strategic areas for HR credibility

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How Unconventional, Experiential Learning Is Reshaping Higher Education

How Unconventional, Experiential Learning Is Reshaping Higher Education | Organisation Development | Scoop.it
In this article, I highlight the dynamic diversity of unconventional, experiential learning providers and related exemplars, who promote fairly personalized instruction, who do not merely instruct online, and who are not degree-granting programs or institutions. These exemplars — the majority related to entrepreneurship — are by no means comprehensive. I caught up with these folks recently.
David Hain's insight:

Experiential learning experiments adding value to HE.

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The Paucity of Leadership

The Paucity of Leadership | Organisation Development | Scoop.it

The issue of leadership represents the most pressing challenge for global organizations.  According to Deloitte’s Human Capital Survey, the vast majority of human resources and business leaders (86%) identified leadership as a significant problem and 50% saw this leadership deficit as immediately pressing. 

What is leading to such dismal statistics? This paucity of leadership has myriad causes and some clear remedies. Problems include: The failure to integrate leadership development into the culture of the organization; insufficient and inconsistent investment in people; only allowing select employees to benefit from education and development programs; inadequate succession planning, especially for leaders in the middle to lower levels of the organization; programs focused on theory rather than practical examples; inadequate accountability and insufficient measurement of results.

David Hain's insight:

Leaders should be held accountable and rewarded for their talent pipeline. 

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Ian Berry's curator insight, May 17, 1:00 AM

The challenge for leadership development is that it must be more about who a leader is and less about what a leader does. This is the big reasons for the poverty in leaders. There also needs to be less labels like capital and resources and assets when referencing human beings. We need to better better humans it's a simple and complicated as that.

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The universal skills gap and 3 ways to close it

The universal skills gap and 3 ways to close it | Organisation Development | Scoop.it
Three tools for better skills

Every country, every business will list different skills that are most in demand and not met.

However, there are a few skills that are universally in short supply, and we at Tupperware Brands know that with the help of three tools, these skills can be taught. When people join our workforce, we give them 1. training, 2. coaching and 3. micro finance.

The impact – both in terms of economics and personal skills – is so startling that we asked the Global Fairness Initiative to measure it. This non-profit organization, based in Washington D.C., interviewed thousands of people in Mexico and Indonesia, and the results were the same everywhere. Thanks to the training and mentoring, our sales people gained hugely in confidence, and problem solving and communication skills; that increased their income sharply, which in turn boosted their standing at home and in their wider families.

All taken together triggers a virtuous circle of reinvestment and spending power.
David Hain's insight:

How can it be that around the world there are 201 million people out of work, while at the same time employers worry about a shortage of employees with the right skills and list the “war for talent” as one of their biggest concerns? ~ World Economic Forum

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Keeping it real

Keeping it real | Organisation Development | Scoop.it
“Keeping it real” - How authentic is your corporate purpose? identifies 12 drivers of authenticity, divided into those that relate to identity and those that relate to image. Drivers range from how transparent and open to self-regulation a company is, to its long-term orientation and consistency. It also takes into consideration differentiating factors such as passion and originality. And as Aileen Ionescu-Somers, Director of IMD’s CSL Learning Platform points out “What we have now - as a result of this research - is a veritable diagnostic toolset that can be used by companies to drive authenticity throughout their organizations.”

“Together with strong leadership, our research shows that awareness is the top dimension that drives authenticity – meaning that a company has an understanding of its own strengths and weaknesses, what drives or motivates its actions and how this affects key stakeholders and the environment. But all drivers are critical to overcoming the skepticism of internal and external audiences and must be managed in a comprehensive way,” said Daina Mazutis, Professor of Strategy and Ethics at IMD.
David Hain's insight:

Purpose is not a communications tool but a way of being that aids internal and external stakeholder communication! ~ IMD

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Human Capital Report 2015 - World Economic Forum

Human Capital Report 2015 - World Economic Forum | Organisation Development | Scoop.it
Talent, not capital, will be the key factor linking innovation, competitiveness and growth in the 21st century, and we must each understand better the global talent value chain. Better data and metrics are critical to this understanding. The Human Capital Index quantifies how countries are developing and deploying their human capital and tracks progress over time. This Report provides comprehensive information on the talent base in each country, including information on education levels of the employed, unemployed and the inactive members of the population as well as the specific qualifications of the latest entrants to the workforce.
David Hain's insight:

Useful snapshot on world countries talent base from the people who bring you Davos!

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Transformational learning vs Transactional Learning

Transformational learning vs Transactional Learning | Organisation Development | Scoop.it
While transactional learning focuses on providing the learner with a new ‘toolkit’, transformational learning focuses on developing the user of the tools. Its aim is to improve the competency of the learner by transforming beliefs and values, underlying assumptions and ingrained habits.
David Hain's insight:

Useful distinction between learning modes by the excellent John Wenger @JohnQShift. Join his workshop at https://www.eventbrite.co.uk/e/difficult-conversations-tickets-16875202184

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Future Talent conference 2015: Peter Cheese's presentation slides

Future Talent conference 2015: Peter Cheese's presentation slides | Organisation Development | Scoop.it
Megatrends for HR
Peter Cheese, CEO, CIPD opened his talk with the statement: “the nature of the world we live in has never been more changeable,” and the imminent trends within HR being, ‘the uncertainty of the economy, technology/digital movement and also demographic of the workforce’.
Quoting a headline from the Evening Standard that read, ‘HR must up their act if UK is to succeed’, he emphasised the need for change within the industry, sharing that 15% of total employment today is self employed. Peter also revealed that highly skilled jobs have accounted for a 71% rise in employment.
Peter closed his presentation with: ‘We can’t change behaviour by writing rules, so don’t force people into boxes,’ – which proved a hugely popular quote among our tweeters.
David Hain's insight:

Amoebas don't fit into boxes, so why do organisations force them to try? Good HR megatrends slide deck from CIPD.

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